Major company transitions take time, and I won’t pretend this rollout was quick and painless, but open-book management soon became an integral part of our company culture and was an additional layer of activating our core values, such as, “Act like an owner.”
Factors like toxic culture, bottlenecks, a lack of strategic clarity, lack of diversity, or cross-functional conflict act as organizational barriers that stifle your good people’s impact.
It’s easy for urgency to overpower the realization that hiring is one of the most important things we do as leaders. Going fast and on your gut serves no one.
The best (and only) use case for a reorganization is to solve a specific business problem.
Losing a key team member or a major customer, or having a product fail in the field, can lead to significant declines in revenue, customer trust and optimism.
The Gallup survey found a strong link between workers with best friends on the job and profitability, safety, inventory control and retention.
Overall, it seems there isn’t one work culture that is better than others. However, to be in the best work situation, I believe it starts and ends with having great leadership.
If an idea is truly great, someone has likely thought of it before but might have hit a roadblock or moved on to something else. The real opportunity lies in overcoming those initial obstacles and finding product-market fit.
My colleagues’ intention was to help, but the impact was hurt feelings.
The constant stream of small bites made the core value tangible and kept it at the top of our team’s mind, while the leadership team’s participation in these activities signaled importance to the rest of the team.
We benchmark ourselves by those who have been extended different opportunities and privileges. Yet, too often, we feel shame and disappointment for not achieving what our peers have accomplished.
When things feel challenging, it’s important to recall how that emotion shapes (and sometimes skews) our reality.
As a young businesswoman, I put an enormous amount of pressure on myself to be perfect. Perfectly prepared. Perfectly dressed. Perfectly presented. Perfectly on time.
Organizations push high volumes of personal (focus) and transactional (collaborative) work, often at the expense of relational (connection) work. And it’s gotten worse since the pandemic.
Entrepreneurs have to constantly pitch different things to different people at different stages in the life of their ventures.
My last startup, DoubleMap, was bootstrapped, meaning that we raised zero dollars from inception to our eventual sale to Ford. So venture capital isn’t the only path to a successful outcome.
The same laws that prohibit discrimination in employment also make it clear that retaliating against someone for complaining about workplace discrimination or for participating in any discrimination proceeding is just as illegal as discrimination itself.
It’s not enough to give people access to the data; they must also be able to make sense of it.
I am a firm believer that every company needs an identifiable north star in the form of a mission, vision or purpose statement.
As destructive as I find the stereotypes it promotes, the idea of quiet quitting seems to align a bit too cozily with a post-COVID world.
